This new theory of the principles of organization, which admits Kontingenztheorie (English "„Contingency Approach "“and "„Situational Approach "“) also under the designation became, developed for in the middle of the 60's in the USA and England. Economics and society were at that time coined/shaped by progress the information technology, increasing complexity of the enterprise organizations and rising education level of the coworkers. It became necessary to place the existence of generally valid principles of organization in question. In this connection both the positive elements of the past beginnings and their points of criticism were referred into the development of this new beginning.

Today under the situativen beginning all contributions are summarized, which attribute different material organisational structures to differences in the specific situation, in which the respective organization to time are. One continues to assume also interaction between organisational structure and behavior, is differently efficient depending upon situation.

The goal is therefore uncovering the effect connections between the organisational structure, the behavior of the organization members as well as the efficiency of the organization in the specific situation. It is also a search for the ideal style of leadership in a specific situation largest guidance success brings.

Basic theses

Two basic theses mark the contributions of the situativen beginning:

1. Different organisational structures and different behaviors of the organization members are to be due to differences of the situation, in which the enterprises are.

2. Organisational structures and behaviors are differently efficient depending upon situation. (Train-to-live 2005, P. 23) "“

These hypotheses permit thus no generalizable optimal form of organizations. The rigid Typologisierung of organisational structures instead given up to favour of the description of organizations by characteristic variable with different development.

The contributions of the situativen beginning are divided with Alfreds Kieser and Herbert Kubicek into analytic and pragmatic variants.

Analytic variants

Here it concerns the pursuit of a theoretical science goal. But the structure variables of the organization are understood as dependent variables. The situation variables however are understood for the explanation of differences in the examined organisational structures as independent variables.

Three questions mark the research program of the analytically situativen beginning:

"„1. How can organisational structures become described - into terms calm - and operationalisiert - measurably made -, in order to be able to point differences out between organisational structures in empirical

2. Which situativen factors or measured variables explain possibly determined differences between organisational

3. Which effects have different situation structure constellations on the behavior of the organization members and the Zielerreichung (efficiency) of the Can an organisational structure be found for each situation, which steers the behavior of the organization members in such a way that the efficiency of the organization can become (Kieser 2002, P. 171) "“

Frequently "“being inquiries"” are also consulted for the realization gain. Out these questions won realizations are then new theories. (Train-to-live 2005, P. 24)

Conditions

For the answer of these questions the following parameters must be defined before:

• Definition of the relevant variables of the organisational structure. These are for example the degree of the division of labor, technical rules or standards.

• Definition of the situativen factors for the measurement are necessary. These factors must be operationalisiert, so that they can be referred in empirical investigations. Examples for this are strengths as well as frequentnesses of changes of demand or occurrence of new competitors on the market. Also members of the organization can be asked over its opinions to this topic.

• Further is to be clarified, which dimensions of the behavior, efficiency as a function of formal organisational structure and the situation of the organization are to be measured.

If these parameters are defined, one can situativen the connection between and determine structural variables on basis of empirical data. Hypotheses to form, is for this necessary. (Kieser 2002, S. 172ff)

Pragmatic or action-referred variants

A goal is the formulation of organization possibilities and - recommendations, as well as their reason. The selection of that structure variant, which corresponds to the situation of the enterprise best, plays here a crucial role. (Train-to-live 2005, P. 26).

Task of the organization research is it then to specify as situation variables which can be regarded relevantly and to draw in consequence the correct conclusions for the organizational organization. (Train-to-live 2005, P. 28)

With the organizational organization the structure variables are to be selected in such a way that consistency with the situativen conditions of the enterprise exists. But a supervisor is necessarily, this optimal structure alternative determined (train-to-live 2005, P. 26).

In order to reach this, "„how/as questions "“begun, whose answers are to use those, the problems of the organizational organization in practice to solve have (train-to-live 2005, P. 24).

Dimensions of the organisational structure

The characteristics of the organisational structure are arranged on the basis dimensions. It is a constellation of regulations.

The most important situativen factors, which were analyzed in empirical studies, are the environment, the technology and the size of the organization, as well as still further in weakened form the legal form and the achievement politics.

Criticism

Some points, those by organization theoreticians to be frequently complained of (Kieser/Kubicek 1992, S.411):

• Situation and structure characteristics

The missing consideration of the co-ordination by self tuning and the participation at decisions is often criticized.

• Suitability of statistic procedures

The statistic analysis of the connections between structure and Situationsvariblen and the aggregation of the variables, compared to material conditions, are inappropriate.

• Invalidity of the used empirical mass

With the application of different methods it often comes to completely different findings over the structural connections.

Extensions and follow-up theories

• Theory of the strategic choice of John Child (1972) Strategic Choice, was one first extended concepts to the situativen beginning
• Configuration beginning of Mintzberg (1979), developed the so-called structure types and/or configurations as the first
• Strukturationstheorie of Giddens (1984), duality of structure and action
• 3D model of talking DIN (1967), three-dimensional
• Kontingenztheorie of fiddler (1967), measurement of the efficiency of styles of leadership with the help of the LPC of value

Literature

• Manfred training to living: Organization. 4. Edition. Vahlen, Munich 2005, ISBN 3-8006-3205-5

• Alfred Kieser (Hrsg.): Organization theories. 5. Edition. Kohl hammer, Stuttgart 2002, ISBN 3-17-017917-9

• Matthias Wunderlich: Quality-oriented organisational structures. Shaker, Aachen 1998, ISBN 3-8265-3791-2

• Martin Heinl: Ultramodern organization theories. Long, Frankfurth/Main, Vienna (among other things) 1996, ISBN 3-631-50059-9

• William Hill: Organization teachings. Theoretical beginnings and practical methods of the organization of social systems. 4. Edition. Berne 1992, ISBN 3-258-04389-2

• Alfred Kieser, Herbert Kubicek: Organization. 3. Edition. Berlin/New York 1992

Related links

• http://www.henrys.de/daniel/texte/Organisationsstrukturen.htm

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